Overview: Content Development and Public Relations for denominational publishing house

Challenge
Introduce Kids Connection — an educational curriculum designed specifically for the small-sized congregation.

Background. Although small-sized congregations are numerous, they individually have fewer resources to purchase.  Cost per contact was a critical concern.  So although market is potentially significant, any marketing campaign has to be smart about methods and media. Marketing decision had been to contact key denominational and religious educational stakeholders, as well.

Approach: To focus content, conducted interviews with potential users of curriculum as well as denominational executives.  From this, isolated three audiences. With audience identified, developed customized sales letters and press releases for each segment. Supported the outreach with standard resource material (long-form and short-form brochures) to introduce the program, as well as generating content for web catalog and for e-mail advertising.

Outcome:
Pitch letters and press releases to religious education publications caught editorial attention and resulted in first time coverage for the publisher . Curriculum went on to become one of the strongest introductions for the past 10 years.

Tasks:
Product included brochures, news releases, search result copy, e-communication, web content, articles for publication, and sales letters.

Role: Senior Development Consultant for on-going project to establish an educational institute in downtown Grand Rapids.

Challenge:
Develop a self-sustaining post-secondary educational institution focused on Native American art.

Background:

While Native communities have had a rich tradition of art, they have increasingly faced challenges about making art an economically viable choice for individuals. Federal studies estimated a national market for natie American art of $1 to $2 billion. Yet in the Great Lakes the number of indivduals pursuing art was shrinking as it found increasing dificulty connecting with its market. Traditionally, individuals learned Native arts through a self-funded apprenticeship, leaving them in turn vulnerable to the appeal of steady jobs in the casinos and other economic opportunities.  For those in the arts field, they have faced the same difficulty as other artists: the lack of an easy market for their work.  Given that Native Americans attend college at a lower rate than majority culture, and at a later age, art seemed to provide an economic alternative and a doorway to higher education.

Although members of the Natie American community had seen the possibility of an arts program, previous efforts had difficulty finding support.

Vision and Approach:
Project would bring together a work space for native artists, develop a longterm market and build a wider constituency. Core to this project was identifying key academic and native stakeholders for participation. The project explored what such an institute might look like, how it might be affiliated (and so gain academic accreditation), and how such a program might be perceived by Indian artists and tribal communities.

Outcome:
Project met with strong response in the non-profit and Indian community throughout the Great Lakes region, including Canada. Initial grants of over $60,000 were allocated for exploration of project feasibility.

Tasks:
Audience identification, market analysis, creation and administration of surveys, identification and consulting with stakeholders, development of promotional and institutional documentation, project up-date blog, and limited grant writing.

Overview: Editor and writer for legal newsletter

Challenge:
Develop and grow quarterly newsletter for association of high quality law firms.

Strategies

Grew newsletter format by adding new writers, covering new firms in the association. Established interview format to provide consistency in presentation. Oversaw press release function, created press contact database to distribute member firm news to appropriate local, regional and national media.

Actions

Outcome
As editor of the in-house newsletter, grew publication from 8 pages to 20+ over 18 months. Developed national publicity program for new firms, identifying and contacting media representatives in national markets from Philadelphia to Seattle.

Tasks
In-house newsletter, grew publication from 8 pages to 20+ over 18 months. Expanded list of contributors.

Overview. Communications Manager.

Challenge
Guide an unknown candidate for the state house against a well-positioned incumbent possessing strong name recognition, all in a district that at the time still leaned to the other party.

Strategies
Built multi-dimensional communication model utilizing analysis of historical voting behavior, census demographics and (inferred) psychographic data. This information was then cross-related for geographic and market segment appeals.

Actions
Managed program of brochures, radio, e-newsletters, print ads, and fund-raising letters to reach key audiences and advance the campaign.

Outcomes
Advanced the campaign to a tier one level with State Party and so qualified for support. Positioned candidate as an attractive centrist. Helped secure the highest vote turnout for any Democrat to date in running for the seat (the Democratic party took the seat in 2006).